| What has been your role in the new business efforts of the agency? | |
|---|---|
| Andy Tannen, SVP, Corporate Practice | Very involved in most major Corporate practice pitches |
| Seth Eisen Senior Vice President | organic growth with existing clients participate in development of programs present recommendations to clients |
| Mandy O'Donnell, SVP | I have led and contributed to numerous new business pitches. Responsibilities range from prospecting, developing the creative brief, brainstorming, writing the strategy, tactical elements, creds and presenting. |
| Brett Carrey, Senior Vice President MS&L Consumer Marketing | I initially played a lead role in helping the consumer practice develop a targeted new business plan ('05) and eventually was rolled into the agency new business project work team. Presently I help lead new business efforts in the consumer practice. I lead brainstorms, porganize teams, develop strategies and create tactics. I am actively involved in actual pitch presentations and in development/editing of new business presentations. |
| Brian Burgess, Vice President, Director of Employee Engagement | New business concerning internal communications assignments and needs. |
| David Schraeder, vice president | New business research, creative/brainstorm participation, strategy input, presenting |
| Kelly Dencker, NYHC Practice Director | I've been responsible for prospecting, new business pitch management, plan development and presnetation |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | I participate on most new healthcare pitches as well as other agency presentations both in the US and abroad. |
| Gregory Tarmin, Senior Vice President | I've been involved in new business efforts throughout my 9 years with the agency. It's been across Healthcare, Consumer and Healthcare. The majority of the time has been when I'm brought in for the presentation, and less on prospecting/writing. I've done a far amount of work on building organic wins. |
| Carol Perlman, SVP MS&L Healthcare | I was able to bring a new client and significant account to MS&L through a prior relationship with Sr. management. We are now in year 2, of at least a 3+ year relationship. We have also been asked to pitch a second piece of business. I have only been on one other pitch and I am looking forward to being part of this process. As for other new business, I have been consulted on a few occasions. |
| Stephanie Kenney-Andrzejewski, SVP | Minimal. Participate in pitches as needed. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Little to none. I spend most of my time managing current clients, putting out fires on accounts outside my perview and managing staffing and development. In 2008, I did have an opportunity to participate in a J&J Publicis CNS portfolio pitch with our Publicis sister agencies and I led the U.S. arm of a global pitch with our Mexico and German Publicis sister PR firms for Qiagen. |
| Phillip Sontag, SVP | Joining o RFPs that came into the agency, launching an office creativity initiative and instilling creativity into new business plans, helping to relaunch MS&L's Diversity practice and build out a tool to differentiate us in the marketplace |
| Barbara Shear, senior vice president, Corporate Group | Very active -- from prospecting to organic growth to helping with leads that come in (developing the deck, research, etc.) to pitching the prospect. |
| David CHamberlin, SVP | I help with new biz for the corporate practice and in other areas such as technology. |
| Catherine Falcetti, SVP | brainstorming, strategic development, slide drafting, editing, presenting |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare New Business | Managing Healthcare new business efforts |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | I've participated in approximately 7 or 8 new business efforts over my last eight years at MS&L, mostly brainstorming, research, budgeting and some presentation writing, as well as presenting at the pitches. |
| Carol Perlman SVP Healthcare | I have brought a new client and significant account to MS&L through a prior relationship with the senior management team. We are now in year 2, of at least a 3+ year relationship. We have also been asked to pitch a second piece of business for this client. On another MS&L account, I was asked by the client (also a former relationship) to be the senior counsel on a new account. Re: actual pitches; I have participated in only one pitch and I am looking forward to being part of the process moving forward. I have however, been consulted on a few occasions. |
| Pattie Hallock, SVP | Fairly liminted, mostly have been focused on organic growth from existing clients |
| Amanda Glasgow, SVP | Most recently, I have been focusing on organic business growth for P&G. However, I have played every role from lead to 'pitch assistant' on pieces of new business at MS&L. |
| Barbara Shear, Senior Vice President | I've been very active in new business, from prospecting, to helping with preparing the presentations, to research to actually presenting to prospects. |
| Ellyn Caravetta, SVP MS&L Healthcare | I don't play a large role at all in new biz, but rather act as accout director for major pieces of business. I've been involved in approximately 7-8 new biz efforts in my eight years at MS&L, mostly in research, brainstorms, some slide writing, and presenting at the pitch. The new biz process here at MS&L healthcare has been historically arduous and disorganized (I've seen some changes over the last year)so I've admittedly stayed away as much as possible. |
| Bruce J. MacKenzie | Assisting groups by demonstrating expanded capabilities of the agency into the Entertainment arena |
| Daphne Hoytt, Sr. Vice President | Limited role; pulled into new business when needed for HC specific pitches |
| Kim Friedman, SVP, Consumer Co-Director | Driver of new business efforts as they relate to RFPs and organic growth; have not done much prospecting to date |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Lead business development for the healthcare practice |
| Brett Carrey Senior Vice President, Consumer Marketing | For the past three years, I have played an active role in MS&L's new business efforts. I have helped prospect potential clients and mine for growth opptys among existing clients. I have led pitched, presented, and helped develop strategic plans, creative dieas, etc. I also help proof read new business proposals/submissions. |
| Kim Friedman, SVP, Consumer Practice Co-Director | Driving responses for RVPs, mining existing clients for new business and then selling in resources, Leading teams to develop new buisness opportunities |
| What is your background, in terms of agencies, accounts, and client-side experience? | |
| Andy Tannen, SVP, Corporate Practice | 18 years with MS&L, 30 years in industry but all with agencies. Have worked corporate and tech accounts most of my career (tech services, banks, pharma companies, professional services, etc.) |
| Seth Eisen Senior Vice President | 11+ years on agency side -- corporate and consumer focus (Ketchum, Waggener Edstrom, Cohn & Wolfe, MS&L) -- key accounts include American Express, FedEx, Ford Motor Company, Frito-Lay, IBM, MasterCard, Michelin, Visa 2 years on client side -- Visa -- managed product communications in US region |
| Mandy O'Donnell, SVP | I've been with MS&L for about 14 years, and have been in PR for 19 years. Current Clients: Heineken, Amstel Light, Dolphin Digital Media. Past Clients: Nike, Nabisco, Western Union, Cialis golf, Philips soccer, M&M Mars |
| Brett Carrey, Senior Vice President MS&L Consumer Marketing | Primarily a consumer marketing background with a focus on brand awareness and reputation for CPG companies. I have worked in sports marketing, food & beverage, some cause-related and some corporate communications. |
| Brian Burgess, Vice President, Director of Employee Engagement | Balanced background in not-for-profit (Olympics, arts organizations), corporate (hospitality and energy) and agency (MS&L) sectors. Worked across many industries ranging from packaged goods, forest products, energy, hospitality, telecom, pharma and more. |
| David Schraeder, vice president | Four years in healthcare PR, two years in corporate. MS&L is the third agency I have worked for. I have not worked on the client side. My current accounts are CIT (financial services) and Daiichi Sankyo (pharmaceutical). |
| Kelly Dencker, NYHC Practice Director | I've been with the agency for 18+ years; launched 25+ products in a range of categories ranging from men's health, asthma, allergies, children's health. Notably, launched Cialis globally and the Xolair, the first monoclonal antibody in allergic disease. |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | I come toe MS&L from the FDA where I was the Associate Commissioner. Prior to my government service I ran a consulting firm on health policy issues. I have also worked at think tanks and newspapers. |
| Gregory Tarmin, Senior Vice President | I've been with MS&L for 9 years - majority of the time in Healthcare - with some time in Consumer. Prior to MS&L - I was at American Express for 7 years - where I was 'the client'. I helped manage 8 regional PR agencies during my tenure there. Before American Express - I was at O&M working on accounts in both Consumer and Healthcare. |
| Carol Perlman, SVP MS&L Healthcare | I have a mix of experience that spans more than 20 years. Client experience in healthcare marketing and corporate communications, public relations and public affairs. Global experience in the pharmaceutical, diagnostic and consumer products sectors. Areas of expertise include Corporate Communications, Public Relations, Global Media Relations, Crisis Preparedness and Management, Culture Change, Merger and Divestiture Communications, Investor Relations Communications, Marketing and New Business Development, Industry Relations, Government Relations, Annual Reports, and Community Relations. Prior to joining MS&L, I was a Public Relations and Corporate Communications consultant to Pharma companies. Prior to that experience, I was Vice President of Corporate Communications for the global pharmaceutical business, reporting to the CEO. Before joining that company, I was President and Co-founder of a crisis communications and public relations company. I began my career in marketing and my last position in marketing was as Director of New Products (Consumer Health). I was appointed to the role of Vice President of Corporate Communications, reporting to the Chairman and Chief Executive Officer where I was responsible for leading the team that successfully re-staged the company's global image and alliance with another Pharmaceutical company. |
| Stephanie Kenney-Andrzejewski, SVP | I've worked at MS&L for nearly ten years. Took one year off and went to a smaller healthcare agency in Philadelphia from 2004-2005. Initially, I was in the technology group and worked on the IBM Life Sciences business. When the tech market imploded I moved to Healthcare. Previous clients include Philips Medical Systems, ARICEPT (alzheimer's drug), and Strength in Knowing (and unbranded breast cancer awareness initiative). Prior to my time at MS&L I worked at an agency based in NJ, the MWW Group, in the Crisis and Reputation Management Group. Most clients were going through some sort of restructuring or reorg (Chapt 7 or 11 bankruptcy) or were tech clients seeking and IPO. Client business spanned from Petsmart.com to Continental Airlines. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | I have worked at several leading PR firms, including Cohn & Wolfe, Edelman and Chamberlain. I have a strong focus in women's health, mental health and advocacy programs and some higher science business (i.e., Pegasys for Hepatitis C, tesamorelin for HIV-related lipodystrophy and pralatrexate, a compound in clinical development for peripheral T cell lymphoma). I typically work with senior level communications contacts or Marketing Directors and Product Managers. |
| Phillip Sontag, SVP | I have over 20 years of PR experience, mostly working in outside agencies - my background and passion is consumer driven business/programming; I have worked for 3 years on the client side so i fully understand the pressures they have everyday for keeping customers and generating new ones |
| Barbara Shear, senior vice president, Corporate Group | I've been in PR nearly 20 years, about two-thirds of that on the agency side, one-third on the client side. I started my career as a newspaper reporter. As far as agencies, I've primarily worked at the large, global agencies, not boutiques. |
| David CHamberlin, SVP | MS&L PR, Senior Vice President, Dallas, TX 2007 – present • Founded the Dallas office in 2007 as beachhead to build the Southwest Region • Serves as the leader of accounts including CIT, Citi, Chase Paymentech, Huawei, Entrust, Samsung, et al • Coordinates with offices across MS&L to support global client and agency initiatives • Provides strategic communications and business counsel to the senior leadership of MS&L and its clients • Serves as a member of the company’s crisis response team and the North American leadership team • Led new business teams that won Citi (ThankYou, Small Business, Retail Banking), Goodmail, Entrust, Samsung, etc. Public Strategies, Inc., Managing Director, Dallas, TX, 2007 Vice President, Corporate Communications, Perot Systems • Led a team of approximately 20 employees responsible for marketing and employee comms and community, gov’t and media relations in the North America, Europe and India • Directed Public Strategies’ second largest account in terms of revenues, $4.6 million • Served as a strategic counselor to the senior leadership team at Perot Systems • Negotiated changes in the scope of work and contract for the first time in five years Edelman PR Worldwide, General Manager, Shanghai, China, 2006 – 2007 • Ran the Shanghai office of 50 staff and its three practices: corporate, marketing and healthcare • Led new business teams that won J&J’s Band-Aid, Stay-Free, Carefree, OB, Neutrogena and Clean & Clear; Wal-Mart; Advanced Medical Optics; Microsoft Windows Live; Great London Financial; Hershey, Zurich Financial; Continental Automotive Systems; B&Q; etc. • Ensured the office achieved its business objectives and financial targets • Managed account servicing, HR, administrative and new business development functions • Clients included 3M, Visteon, DuPont, Anheuser-Busch, et al JPMorgan Chase & Co., Chase Bank, USA, Wilmington, DE, 2003 – 2005 First Vice President, External Communications, 2004 – 2005 • Served as the national spokesperson for the largest credit card issuer in North America, whose annual sales volume equaled approximately three percent of the U.S. gross domestic product • Developed and executed co-branded communications programs for all phases of a partner’s relationship • Integrated PR activities with Visa, YourCreditCardCompanies.com, MasterCard, the ABA, etc. • Developed corporate reputation, issues management and analyst relations programs as well as competitive positioning and messaging for Chase • Oversaw the sales and strategic business unit communications to prospects and 1,000+ partners • Led a team of three, the PR agency and lobbying firm and a oversaw a $3.7 million budget • Partners included Starbucks, Disney, Sony, AARP, Amazon.com, Yahoo!, AOL, United Airlines, etc, First Vice President, Public Relations, 2004 Vice President, Public Relations, 2003 – 2004 Nortel Networks, Dallas, TX, 1999 – 2003 Director, Global Communications, 2000- 2003 • Acted as the global corporate spokesperson • Developed and executed global communications strategies for corporate issues (including M&A activity, divestitures, lawsuits, earnings, debt issues, credit facilities, convertible notes, corporate security, crisis communications, etc.) product marketing, public affairs, investor relations and employee communications • Led the global strategic media team including members of Nortel, Fleishman-Hillard, and LP&P • Developed senior executive visibility and crisis communications programs • Oversaw a $2.8 million PR budget and reported to the Chief Marketing Officer Senior Communications Manager, Global Communications, 1999- 2000 Burson-Marsteller, Media Practice, Washington, D.C., 1997 – 1999 Manager, Media Practice, 1998 – 1999 • Led the company-wide, cross-practice, Writer’s Network, which included two Pulitzer Prize winners • Clients included Sun Microsystems, Iridium, Raytheon, Alcatel, Astrolink, Sprint, Telefonica, American Legion, Int’l Paper, Providian, Qualcomm, Columbia/HCA, DuPont, Accenture, Hoffmann-LaRoche, etc. Senior Associate, Media Practice, 1998 Associate, Media Practice, 1997 – 1998 Family Research Council, Special Ass’t to the VP for Policy, Washington, D.C., 1994 – 1996 ¬¬– AWARDS – • PR Week Award finalist in Crisis & Issues Management for his leadership of the CIT account “Navigating the Credit Crunch,” 2009 • MS&L recipient of Coach of the Month and Most Valuable Team, 2007 • Colorado PRSA Gold Pick Award for Media Relations for the launch of Chase credit cards with “blink,” 2006 • Gold SABRE Award in Business-to-Consumer Marketing (New Product) for the launch of Chase credit cards with “blink,” 2006 • Internet Advertising Competition (IAC) Award for Outstanding Microsite/Landing Page Award (Chase credit cards with “blink”), 2006 • Northern California Compass Award for the Best Overall Public Relations Program for a business product or service (Starbucks Card Duetto Visa), 2004 • Card News’ Marketing & PR Award for Top New Card Launch (Starbucks Card Duetto Visa), 2003 • Silver SABRE Award in financial services industry (Starbucks Card Duetto Visa launch), 2004 • A leader of PR Week’s Corporate PR Team of the Year, 2001 • Recognized by the senior management as a “Top Talent” at Nortel - approximately 1 percent of the employee base who are consistent top contributors, 2000, 2001, 2002 • Recipient of numerous Nortel PRIDE (Providing Recognition to Individuals Dedicated to Excellence) awards, 1999-2002 • Grand prize winner of Schick’s national 3-on-3 sports journalism contest, 1993 |
| Catherine Falcetti, SVP | Keating Communications- TECH: Thermo Info Solutions, WorldRes/Placestostay.com, TRAVEL: Malta, Trinidad/Tobago, Pioneer Valley, MA; Mirror Lake Inn. Edelman - Georgia Pacific Consumer Paper Goods, Loews Hotels, The Regency Hotel MS&L - Current: Roche, Pegasys; Daiichi Sankyo, endoxaban Johnson & Johnson Vision Care Beijing 2008 Olympic Games Lilly: Cialis® (tadalafil) Pfizer: Celebrex® (celecoxib) sanofi-aventis: Ketek® (telithromycin) Procter & Gamble: Febreze, Downy, Mr.Clean and Swiffer General Motors: Hummer and Saturn; Chevrolet: Salt Lake 2002 Olympic Torch Relay Capital One |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | Prior to coming to MS&L, I worked for 18 months at Medisphere, a small PR agency that was part of Nelson Communications, on the Tylenol account, as well as women's health projects and some advocacy work. Before my career in PR, I worked in the fashion industry, as a clothing buyer for Bloomingdale's, and as a sales and marketing manager for GFT USA. (GFT was the world's largest manufacturer/distributor of designer clothing (Armani, Valentino, Ungaro, Joseph Abboud etc.) I also owned a retail store that sold designer clothing with as staff of 10 people. |
| Carol Perlman SVP Healthcare | I have a mix of experience that spans more than 20 years. Client experience in healthcare marketing and corporate communications, public relations and public affairs. Global experience in the pharmaceutical, diagnostic and consumer products sectors. Areas of expertise include Corporate Communications, Public Relations, Global Media Relations, Crisis Preparedness and Management, Culture Change, Merger and Divestiture Communications, Investor Relations Communications, Marketing and New Business Development, Industry Relations, Government Relations, Annual Reports, and Community Relations. Prior to joining MS&L, I was a Public Relations and Corporate Communications consultant. My client list included such Pharmaceutical, Biotech and Healthcare companies as Amersham Health (GE Healthcare’s Medical Diagnostics business), Berlex Laboratories (now Bayer), Novartis, Henry Schein, NextPharma and Optos. My most recent experience on the client side was as the Vice President of Corporate Communications for the global pharmaceutical business of Amersham plc (now GE Healthcare), based in the UK, from 1997 to 2002. I reported directly to the Chief Executive Officer until his retirement in 2002. In this capacity, I directed global communications, public affairs, crisis management, public speaking opportunities, contributions, community and advocacy relations. Before joining Amersham, I was President and Co-founder of AEGIS Management Group LLC, a crisis communications and public relations company established in 1994. I began my career in marketing (established brands and new products) and communications with Sterling Winthrop Inc, a pharmaceuticals and consumer health products company and division of the Eastman Kodak Company. Over the span of almost 10 years with the company, I held marketing management positions in both established brands and new products (including Bayer Aspirin, Midol, Excedrin, Phillips Laxatives, Stri-dex Acne products, Mejoral (South America/Latin America) and Panadol (Europe). Launched brand extensions and new products (Dairy Ease/Lactose Intolerance, woman's antacids and calcium supplements). My last position in marketing was Director of New Products. In 1990 I was appointed Vice President of Corporate Communications, reporting to the Chairman and Chief Executive Officer. From 1990 to 1994, I was responsible for leading the team that successfully re-staged Sterling Winthrop’s global image and alliance with Sanofi. Sterling Winthrop was divested by Kodak in 1994. |
| Pattie Hallock, SVP | I have been with only two Agencies, and MS&L has been the longest stint by far -12 years. My other job was a boutique PR Agency for less than a year when I got out of college. I've primarily had food and beverage accounts (Absolut, Nabisco, Sara Lee, Heineken) and male focused accounts (Nike, Philips/Norelco and Heinken). I can also be positioned as somewhat of a consumer finance person (Turbo Tax, Western Union, Washington Mutual, Citibank) |
| Amanda Glasgow, SVP | I've been at MS&L for 6 years focusing almost exclusively on P&G consumer business, both in the US and globally. Prior to this, I worked for a tech boutique for about three years on consumer technology accounts like IBM. But I would say my expertise is in influencer marketing and in consumer products. |
| Barbara Shear, Senior Vice President | I began my career as a newspaper reporter. Once I moved over to PR, I've spent about two-thirds of it on the agency side and the other third on the client side. With regards to the agencies, I've mostly worked in the large, global firms, not boutiques. |
| Ellyn Caravetta, SVP MS&L Healthcare | Most of my career has actually been in sales and marketing in the fashion business. I was a clothing buyer at Bloomingdale's, owned my own designer retail store that imported designer clothes from Italy, and worked as a sales director for GFT USA (headquartered in Torino, Italy), which was from the 1970's through the 1990's the largest designer clothing manufacturer and distributor on the world (brands included Giorgio Armani, Valentino, Ungaro, Joseph Abboud, Calvin Klein etc.) Prior to MS&L, I worked at Nelson Communication at Medisphere, a small healthcare PR agency, on the Tylenol brand as well as women's heath adn advocacy projects. Here at MS&L, I've lead major brands and multi-million dollar budgets like Celebrex. I've also worked on consumer and celebrity campaigns, data-focused programs, advocacy relations and issues management, working for clients such as Roche, Philips Healthcare Pfizer, Merck, Novo Nordisk, Inamed Health and Procter and Gamble. |
| Bruce J. MacKenzie | Start of career in marketing at Pepsi and Revlon where I worked on entertainment marketing related efforts for the entertainment centric brands.Bridged over to the talent/content side of the entertainment equation as head of sponsorship and marketing at Warner music and SFX (now Live Nation). So I have a hybrid blend of experience in traditional brand marketing and in entertainment marketing. I like to say that I am a marketer who works in the brand and entertainment space vs. an entertainment guy trying to work in the marketing space, and there's a difference. |
| Daphne Hoytt, Sr. Vice President | Have worked in PR for almost 10 years at four different agencies (Edelman, C&W, Porer Novelli and MS&L). All of my experience is in pharma PR or consumer health PR and I've dabbled in multi-cultural PR; I've never worked on the client-side. I've worked for all of the major pharmas and a couple of the small biotechs. |
| Kim Friedman, SVP, Consumer Co-Director | In-house at Guerlain, French cosmetics company Boutique Agency for 3.5 years specializing in beauty and luxury goods In-house at Lalique, French crystal company 10 years at MS&L - in NY, Paris and London |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Been in the communications field for 13 years all on the client service side, working in management consulting, advertising and public relations (corporate, product) with a focus on healthcare. Have always been involved in new business pitches and creative/strategic development. |
| Brett Carrey Senior Vice President, Consumer Marketing | I have always been on the consumer marketing side with a focus on brand building and brand reputation. I have crossed into several industries including: food & beverage, CPG, footwear, automotive, consumer electronics, etc. I have experience in sports and cause-related marketing. |
| Kim Friedman, SVP, Consumer Practice Co-Director | In house at Guerlain, French cosmetics company, 1.5 years Boutique agency focusing on beauty and luxury goods 3.5 years In-house at Lalique, French crystal company, 2 years MS&L in the New York, Paris and London offices nearly 10 years |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Andy Tannen, SVP, Corporate Practice | MS&L is an agency that helps clients overcome with their greatest challenges, whether in marketing or reputation management. We offer a complete range of services from traditional media relations and crisis communications to state-of-the-art use of digital communications to key stakeholders. We provide creative solutions that enable you to build your reputation with your most important audiences. |
| Seth Eisen Senior Vice President | MS&L is an agency comprised of passionate practitioners, who dive into their clients' businesses to understand the challenges facing the organization and the opportunities we can maximize. The agency and the corporate practice have been growing recently, due in part to the entrepreneurial spirit of our leadership and the corporate culture of supporting our clients' core business by serving as advisors and advocates while also helping them maximize new technologies and channels to empower influential audiences. |
| Brian Burgess, Vice President, Director of Employee Engagement | MS&L is a leader in helping companies engage employees in their business, their brand and in times of change through vibrant, compelling and relevant communications. The employee engagement team is practice-neutral, working with many of the agency's corporate, consumer marketing and healthcare clients. |
| David Schraeder, vice president | MS&L is a global PR firm that provides a full range of services. We are on the cutting edge of social media and digital communications. We drive results for companies in the fields of healthcare, corporate communications and consumer products and services. |
| Mandy O'Donnell, SVP | MS&L is a dynamic multi-faceted communications agency that provides innovative solutions, provocative ideas and strategic counsel for a wide range of clients. We are, in every sense of the words, advisors, activists and advocates. |
| Kelly Dencker, NYHC Practice Director | We are a forward thinking agency that delivers best-in-class communications through a personalized team of experts that translates critical business challenges into breakthrough ideas that result in transformational outcomes for our clients. |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | MS&L is peopled by a strategic mix of PR professionals and expert advisors from a variety of disciplines. We believe that strong talent results in excellent partnerships. As advisors, advocates and activists for and on behalf of our clients, we are more than "just a PR agency" -- we are allies in achieving our mutal goals. |
| Gregory Tarmin, Senior Vice President | MS&L Worldwide is one of the top five communications firms globally with a depth of knowledge and experience in healthcare, consumer marketing and corporate reputation. The agency has spearheaded award-winning programs for such diverse companies as Philips Electronics, Eli Lilly and Company, Procter & Gamble and General Motors. |
| Stephanie Kenney-Andrzejewski, SVP | MS&L goes beyond traditional PR to provide clients with proven communication strategies. Experts in the areas that are important to you and your business, MS&L has some of the smartest heads in the business. We're big enough to deliver the 'big idea' however nimble enough to know what it takes to make the 'big idea' come to life. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | MS&L is an innovative, strategic communications firm that offers forward-thinking, results-oriented programs with a creative twist. The staff at MS&L include seasoned communications practioners with a broad array of consumer, professional, regulatory and media experience, as well as representatives from some of the newest mediums, to optimize client outcomes. |
| Phillip Sontag, SVP | - One of the top 5 pr firms in the world - our consumer group is one of the best of the best - we usually over deliver results |
| Barbara Shear, senior vice president, Corporate Group | MS&L is among the top 10 largest PR agencies in the world and part of Publicis Groupe, the fourth largest marketing communications company globally. It offers clients a deep expertise in a cross-section of industries, including healthcare, consumer, corporate, financial, technology, entertainment and digital communications. It has a track record of many long-standing relationships with clients that span well more than a decade in each case. |
| David CHamberlin, SVP | MS&L is a leading global communications firm and part of MS&L Worldwide, a network of communications brands and consultancies with 54 offices in North America, Latin America, EMEA and Asia, as well as an extensive affiliate network. The agency specializes in using research, insights and technology to create and execute powerful public relations and communications strategies that are critical to client success. With a unique combination of advice, advocacy and action, MS&L delivers measurable business results for many of the world's largest companies and most successful brands. |
| Catherine Falcetti, SVP | I find this really difficult b/c I know what I want to say to a perspective client, but I don't actually believe it about our company. This is a good description but probably not what I would send a client: MS&L is a communications agency that develops programming to support client's business goals. We bring creative and strategic thinking to the table to help address your business challenges. We want to go beyond the communications department to integrate with the brand team and truly understand the environment in which your product is competing. |
| Carol Perlman SVP Healthcare | MS&L is a premier global communications agency committed to finding innovative solutions that address our clients' needs and deliver results that endure. We are a passionate team of Advisors, Advocates and Activists dedicated to bringing our clients the freshest, most strategic thinking in building brands and reputations through innovation and breakthrough communication tools. MS&L is at the forefront of helping our clients navigate the changing world of today's digital revolution. |
| Pattie Hallock, SVP | MS&L is an Agency where you can find a trusted partner who will challenge you to take your brand to a different place by thinking about things differently. We'll combine best in class media, entertainment, digital and influencer activities to create buzz, education and awareness for your company/brand. We put ourselves in the clients shoes - their success is our success. |
| Amanda Glasgow, SVP | MS&L is an agency that GETS it. We understand how to make PR an indispensible part of your company's marketing mix and more importantly, it's growth strategy. With MS&L as an agency partner, you will deliver big, strategic innovative work and have fun while doing it. |
| Barbara Shear, Senior Vice President | MS&L is one of the top 10 public relations agencies in the world, and the flagship PR firm in the Publicis network, which is the fourth largest marketing/communications company globally. MS&L offers a deep expertise in a cross-section of industries, including healthcare, consumer products, corporate, finance, technology, entertainment and digital. It boasts long-standing relationships with many clients that have spanned well more than a decade in each case. |
| Ellyn Caravetta, SVP MS&L Healthcare | 1.For healthcare, we are the top 3 in the category with full-service capability. 2.Award-winning experience for some of the largest RX, OTC and consumer brands. 3. We have services in influencer/WOM capability, insights, digital strategy, media, entertainment partnerships |
| Bruce J. MacKenzie | Not a PR agency but a communications and brand marketing solutions group. Broad areas of expertise and know how creating innovative solutions to brand challenges and generateing interest for brands. Creating the new paradigm for what an agency "is" and what it can deliver for a client. |
| Daphne Hoytt, Sr. Vice President | MS&L is a full service global communications consulting agency that delivers top quality communications and public relations expertise. Our business philosophy is based on our use of advocates, advisors and action to produce results for our clients. |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | MS&L is a full-service, global communications company with expertise in three main areas: corporate communications, consumer marketing and healthcare communications. We offer breakthrough services in influencer and word-of-mouth marketing, insights and research creation, digital and mobile strategy and entertainment marketing. We are one of the preeminent marketing to women firms with a true expertise in understanding how to influence and activate women who act as the Chief Purchasing Officer for themselves and their families. |
| Brett Carrey Senior Vice President, Consumer Marketing | MS&L is a marketing communications firm that helps our clients effectively use the marketing mix to generate positive business results. MS&L partners with it's clients to truly understand their business, their consumer and their marketplace in order to provide well-thought, stargetic counsel. Rooted in research and strategic insights, MS&L leverages our broad expertise to identify and deliver impactful programs. |
| Kim Friedman, SVP, Consumer Practice Co-Director | What makes MS&L unique is our committment to high level creativity and innovation and our desire to look beyond the assignment to ensure that the communications program is aligned with (and even an integral part of) the overall business plan. We think about those who affect your business - be they consumers, stakeholders, shareholders or customers - and devise ways to reach them with the appropriate relevant message at moments when they will be most receptive. In many ways, we're the best kept secret in the communications business: strong, creative business professionals putting our clients needs first. |
| Now bring the agency to life. You have certainly been through this exercise, however applying it to your agency agency can be quite revealing in understanding more about your "DNA". If the agency were a car, what kind would it be? What color? Why? | |
| Andy Tannen, SVP, Corporate Practice | A Toyota Prius, fire engine red. Because it is in demand, stands out and and is environmentally responsible. |
| Seth Eisen Senior Vice President | We're Ford. We have the basics down and continue to improve on the delivery of them. Now, we're getting better at anticipating our customers' business needs and how we can deliver against them (as opposed to what they say they want). Color? Red. Not too flashy, but reliable and desired, yet not trendy. |
| Brian Burgess, Vice President, Director of Employee Engagement | Any car out of Detroit. Like the big 3, PR agencies are struggling to differentiate themselves from their competitors, and have yet to solve commoditized business model of office P&Ls. Chrysler is a good example of a car that looks cool, innovative, but are the processes behind the car new, efficient and innovative? |
| David Schraeder, vice president | A Mercury Mariner in deep blue. The Mariner is an SUV which means it can travel any road you might encounter. It's available as a hybrid which reflects our digital, socially conscious attributes. It's deep blue because that color is strong and bold but isn't so flashy that it outshines our clients. |
| Mandy O'Donnell, SVP | MS&L is a red Lexus. Red for the power. Lexus for the versatility - it's high-end, but not snobby. It works as a family car as well as for a Mom or executive Dad. It's got lots of cool add-ons that increase functionality and enjoyment. It's incredibly reliable, user-friendly and confident |
| Kelly Dencker, NYHC Practice Director | An updated, red mustang. We have taken major steps in the past two years to update our approach and increase our speed and power as an agency. Basically, it's taking a classic that was once old, make it new and exciting again - something everyone wants to be associated with. |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | A comfortable Volvo. Muted red. Looks nice when shined up pretty. Can get clunky. Doesn't always look sexy. |
| Gregory Tarmin, Senior Vice President | Volvo XC 90, Silver. Why? It is 'safe and dependable', not the most flashy - but is the car you want to be in to 'get you there'. |
| Stephanie Kenney-Andrzejewski, SVP | We're a hybrid. Most likely four door. Definitely not hatchback - we tend to have a lot of trunk space. We're big enough and fast enough to play with the big boys on the road but we're also small enough to fit into a tight parking space in the city. And we don't guzzle gas and waste your money. We've got some standard features - power windows, etc. - however the much anticipated 2010 model is fully loaded with lots of upgrades. Fairly reliable, we don't need a lot of time in the shop however sometimes when we do act up it takes us a while to figure out what's really wrong and DO SOMETHING about it. Once we're fixed though, it never happens again. We come in many colors. Depends on what color you'd like us to be. And the interior - don't even get me started. We've got options galore and can mix and match until your hearts content. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | MS&L would be a gun metal gray Audi -- offering subtle, performance-oriented outcomes with an innovative edge. We are sleek, efficient and understated. We perform without fanfare, but provide hight quality service. We have a proven track-record, but are looking for more opportunities to demonstrate our innovative thinking to enhance our reputation and new business growth. |
| Phillip Sontag, SVP | mid level - something in a brown - its a good car, but not very exciting |
| Barbara Shear, senior vice president, Corporate Group | Since I have lived in the city for so long and rely on public transportation, I'm not as familiar with kinds of cars, but certainly would compare MS&L to one of the most reliable autos ever built. As far as color, I would give it a blue or brown, something conservative. |
| David CHamberlin, SVP | MS&L would be a Nissan that was blue. We're a dependable agency but not well-known for all of our various qualities. |
| Catherine Falcetti, SVP | A blue Chevy Malibu - a standard vehicle stuggling to redefine itself in a crowded market even though it gets better mileage than others in its class and the interior is completely redesigned. We please people who are loyal Chevy/Ford buyers (comms clients with limited expectations) who are surprised when they get a car that's more like an import - we do have the capabilities to handle more than the basic PR tasks, but I believe we are fighting a perception in the marketplace that's 50 years in the making. If we want to compete with the imports - consultancy/issues shops, we need a new paint job - silver in NYC, everyone knows livery cars are black so that won't do. We have to do the things these other shops do to become smarter and be perceived as playing in their field. |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | Probably a black Cadillac. We are a large agency (large like the Cadillac), dependable, have multiple offerings and features, and deliver quality work. We are not as slick and sexy as a Ferrari, not as hip as a Mini-Coop, not as luxurious as a Lexus. |
| Carol Perlman SVP Healthcare | MS&L would be a RED 2009 Lexus gas-electric hybrid. Elegant yet bold and trendy, this SUV (MS&L) understands that it is important to have flexibility in navigating today's course and tomorrow's! (one foot in the present and the other foot on the accelerator to the future). The Lexus hybrid (MS&L) reflects today's issues and environmental concerns and navigates accordingly; something that no other vehicle line (PR agency) offers. And despite tough economic times and a shrinking US vehicle market (PR industry), demand for the hybrid (MS&L) will continue to outpace the overall market. It is expected that the hybrid (MS&L) will defy the gravity of a recession in 2009. The Lexus hybrid crossover offers quick take off and brisk acceleration and its performance is well-suited for city and highway traffic. In sum, the Lexus hybrid is refined, upscale and confident with solid performance. |
| Pattie Hallock, SVP | A red Porsche Cayenne - the engine of a sportscar, the practicality of an SUV. |
| Amanda Glasgow, SVP | Volkswagon - maybe the new diesel engine one? We are innovative, but we're not gadgety - not a lot of hollow bells and whistles. We look like 'just a regular car' but we pack an unbelievable punch that not everyone expects. Color? WHatever color you want. |
| Barbara Shear, Senior Vice President | Since I've lived in NYC for so long and take public transportation, I'm not really familiar with the makes and models of cars, but I would say MS&L is akin to the most reliable auto on the market. In terms of color, I would describe it as blue or brown, a more conservative color. |
| Ellyn Caravetta, SVP MS&L Healthcare | A black Cadillac. We're large, dependable, deliver quality work, have many features and offerings. We are a high quality agency, but not sexy like a Ferrari, hip like a Mini-Coop, or the best-of-the best like the Volvo, Mercedes or Lexus. |
| Bruce J. MacKenzie | A solar powered SUV. First of its kind. Highly efficient but able to carry large loads fueled by the latest technology known to man and non harmful to the world we live in. Sustainable and innovative. The first of its kind in a new generation of transportation vehicles |
| Daphne Hoytt, Sr. Vice President | Red Honda because MS&L is a trusted, safe partner for its clients. |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Cadillac. Large and higher-end. Dependable, have been around for a while, but not the latest fad or the newest innovation. |
| Brett Carrey Senior Vice President, Consumer Marketing | MS&L would be a early 2000 Toyota Camry, probably - black. The Toyota Camry has alsways been among the most popular consumer choices as it delivers speed, performance and value without being too overly-priced. It's not an American car with years and years of heritage and recognition, but for those who want to be a little different and stand out a bit, they'll choose us. Black becuase it is stealth and we generally fly under the raadar. |
| Kim Friedman, SVP, Consumer Practice Co-Director | We'd be a Volvo. Depending on the model and make you select it might be slightly racy or more traditional, could be bright red or a standard grey. At the end you're buying comfort and security - sometimes with pizzazz but more often with reliability and dependability to get the job done. |
| What agencies do you most admire? Why? | |
| Andy Tannen, SVP, Corporate Practice | Edelman. It has strength in all areas, including digital services, and wins more than any other agency I know about. |
| Seth Eisen Senior Vice President | I'm not sure there's one agency that does it the best. What everyone is looking for is a close-knit, collaborative, smart and responsive agency -- both as a client and as a prospective employee. |
| Brian Burgess, Vice President, Director of Employee Engagement | Interactive agencies such as Fi, Razorfish. They're truly applying new media and solutions to traditional marketing and communications business problems and needs. Clients are often confused when PR agencies are offering digital services. "We use Digitas for our digital needs." We're often compartmentalized. |
| David Schraeder, vice president | Our own because I work here and love the culture. Burson Marstellar because their issues/crisis practice handles the major events that hit the front pages. Edelman because of their scale and their depth of resources. |
| Mandy O'Donnell, SVP | I've been at MS&L for so long, that I'm not on top of the other agencies as much. But I do have friends at other agencies, and do come up against some of the same agencies in pitches. I admire Weber Shandwick for their creativity and strategic thinking. |
| Kelly Dencker, NYHC Practice Director | Edelman - They have a strong reputation and continue to reinvent themselves and garner new assignments. Burson - They have a great reputation in getting issues/crisis business based on their name alone |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | I don't have the background to answer this question. |
| Gregory Tarmin, Senior Vice President | Deviers and Maloney & Fox. They stand for something! There are smaller and more nimble. They are experts in few things, instead of 'good' at a lot. |
| Stephanie Kenney-Andrzejewski, SVP | Edelman - Really smart people. Everyone I've met/interacted with at that agency is super smart, professional, poised and hard working. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | From a business reputation perspective, I respect Edelman because it continues to evolve and positions itself as a communications consulting firm that pushes the envelope to achieve client success and industry recognition. With its aggressive energy, the work environment can be more competitive than what is ideal for me, however. I also admire Fleishman -- an undertated agency that has very strong client relationships and offers high-quality deliverables in a balanced environment. |
| Phillip Sontag, SVP | Edelman - their consumer experience Porter - consumer work |
| Barbara Shear, senior vice president, Corporate Group | To be honest, MS&L. That's why I'm a boomeranger. I worked here in the early '90s, then went Corporate side as well as some other agencies. As far as the other agencies, they couldn't compare in terms of management and overall working environment to MS&L. |
| David CHamberlin, SVP | Edelman. Their CEO is fearless and always thinking about pitching his business. He's got a vision and he lives it. Fleishman - They're a solid agency across the board. The people are nice. The teams are experienced and smart. |
| Catherine Falcetti, SVP | Bursen - Reputation for being intelligent and they are involved in issues/corp. reputation Boston Consulting - Same as above, I perceive both of these companies as very strategic and involved with large company issues. |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | No answer. |
| Carol Perlman SVP Healthcare | Agencies that view themselves as consultants (Brunswick) and those who have access to the C suite where decisions are made. Too often we struggle with middle managers who really don't understand, don't have authority and are paid to say "no". |
| Pattie Hallock, SVP | DeVries - they seem to have a good culture, are mid-sized but have a lot of national accounts, they do smart work. |
| Amanda Glasgow, SVP | Edelman - leadership in the category - they have it, hands down. |
| Barbara Shear, Senior Vice President | To be honest, I admire MS&L the most. That's why I'm a boomeranger. I worked here in the early '90s, then left and went in-house. I also worked at some other agencies in-between, but the environment I respect the most and feel most comfortable in where I can utilize my skills to their fullest is at MS&L. |
| Bruce J. MacKenzie | Honestly, our own. Because we are truly different from any agency out there. I believe we are the agency of the future but we have not quite determined how to define ourselves yet and how to communicate to other suscintly who/what we are. |
| Daphne Hoytt, Sr. Vice President | The ad agencies and some of the smaller boutique PR agenices (can't remember names) |
| Brett Carrey Senior Vice President, Consumer Marketing | Omnicom from a holding company standpoint |
| Kim Friedman, SVP, Consumer Practice Co-Director | Edelman - while I wouldn't want to work there, I think their entrepreneurial culture and lack of holding company regulations allows them to take chances others won't take |
| List the top few agencies that you do/will compete against most often. | |
| Andy Tannen, SVP, Corporate Practice | Edelman, Burson, Ketchum, Fleishman-Hilliard. |
| Seth Eisen Senior Vice President | Edelman Weber Ketchum |
| Brian Burgess, Vice President, Director of Employee Engagement | Edelman, GagenMcDonald, Fleishman Hillard. |
| David Schraeder, vice president | Burson, Edelman, Weiscomm |
| Mandy O'Donnell, SVP | Weber Shandwick, Edelman, Ketchum |
| Kelly Dencker, NYHC Practice Director | Edelman Chandler Chicco GCI Health/Cohn & Wolfe Weber Shandwick |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | Cohen & Wolfe Fleishman Hilliard Edleman Porter Novelli |
| Gregory Tarmin, Senior Vice President | Fleishman Hillard, Edelman, Ketchum. |
| Stephanie Kenney-Andrzejewski, SVP | Edelman Fleishman CCA |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Ketchum, Porter Noveli, Edelman, Fleishman. |
| Phillip Sontag, SVP | Edelman, Ketchum, Porter, H/K, Burson |
| Barbara Shear, senior vice president, Corporate Group | Weber Shandwick; Edelman; Ketchum; Fleishman |
| David CHamberlin, SVP | Burson, Weber, FH, Edelman, Ketchum |
| Catherine Falcetti, SVP | H&K Edelman WeissComm |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | Edelman, Cohn and Wolf, Weber Shandwick, Fleishman. |
| Carol Perlman SVP Healthcare | Edelman, Porter |
| Pattie Hallock, SVP | Porter Fleishman some smaller boutiques |
| Amanda Glasgow, SVP | DeVries, Ketchum, Edelman. |
| Barbara Shear, Senior Vice President | Weber/Shandwick; Ketchum; Edelman; Fleishman. |
| Ellyn Caravetta, SVP MS&L Healthcare | Edelman, Cohn and Wolf, Fleishman, Weber Shandwick, Chandler Chicco. |
| Bruce J. MacKenzie | For mey group I am up against the ad agencies and entertainment agencies that work with our current MSL clients. My groups competition is every brand out there (both inside and outside of MSL that do not believe/understand what we do. |
| Daphne Hoytt, Sr. Vice President | Edelman, Ogilvy |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Larger firms like Edelman, Ogilvy or Cohn & Wolfe HC only firms like Chandler Chicco (in healthcare space) Science focused firms like Chamberlain or Weisscomm |
| Brett Carrey Senior Vice President, Consumer Marketing | Ketchum Burson Marsteller Paine PR Boutiques and other marekting firms (promotions, digital) |
| Kim Friedman, SVP, Consumer Practice Co-Director | Ketchum Weber DeVries Marina Maher |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Andy Tannen, SVP, Corporate Practice | I don't think there is anything we provide that our competitors don't in terms of services offered. |
| Seth Eisen Senior Vice President | Ability to transcend from the basics and to leverage our network (agency and relationships) to maximize the end deliverable for our clients. |
| Brian Burgess, Vice President, Director of Employee Engagement | Insights and relationships. |
| David Schraeder, vice president | Senior team members are very involved in day-to-day account work due to our structure and size. We deliver on the basics but bring fresh, new and creative ideas to the client to keep them ahead of their competition. |
| Mandy O'Donnell, SVP | Strategic Insights based in deep research. Out of the box creativity. Incredible attention to detail. Quick turnaround on responses to emails, requests, projects. |
| Kelly Dencker, NYHC Practice Director | Our people (former FDA staffer, digital experts in mobile), and hopefully our ideas |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | I think that, beyond our people and their ability, clients see no difference. |
| Gregory Tarmin, Senior Vice President | MS&L does best when it is utilized as one-on-one counselers with marketing contacts at the clients. Otherwise - it plays the 'parody' game with other large firms. |
| Stephanie Kenney-Andrzejewski, SVP | Shared services Experts in areas relevant to our clients' business (i.e., FDA, advocacy) Historical knowledge - most of our clients have been our clients for years. We know their business and how to navigate within their organizations. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | I think our clients may see us as similar to other agencies. While we provide top-notch client service in a non-threatening manner, our clients may perceive us as vanilla. The get MS&L out of the box, we need to increase our creative offerings, POVs and corporate reputation. |
| Phillip Sontag, SVP | nothing at the moment |
| Barbara Shear, senior vice president, Corporate Group | True media relations -- don't just claim it, but actually deliver on it and the relationships. Senior-level support in day-to-day account administration. Strong writing. Strategic thinking. |
| David CHamberlin, SVP | We're cheaper than the larger agencies and we're nicer. |
| Catherine Falcetti, SVP | This Q is unclear - is the "you" the agency or me as a professional? I will assume you mean what does MS&L provide of value. Creative work Media relations |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | I don't there is much that we offer as a multi-faceted PR agency that is completely unique, although we may have great strengths in insights and research, mobile strategy and health policy/regulatory affairs. |
| Carol Perlman SVP Healthcare | Depth of understanding. We ask questions and we listen. We are problem solvers. We strive for excellence and it is appreciated. We go the extra mile in our creativity and delivery and it is applauded. |
| Pattie Hallock, SVP | I think we had a strong value/reputation in blogger/digital since were out there first going it, but now everyone is doing it, we're not special anymore. |
| Amanda Glasgow, SVP | Deep understanding of influencer marketing and best in class digital capabilities |
| Barbara Shear, Senior Vice President | Ability to truly deliver results, especially media results. We've had many clients say they have worked with other agencies that claimed they could deliver stellar media, then failed miserably. We have been able to deliver on that without fail. Also, we promise senior-level support and stay true to that after the pitch is completed. |
| Ellyn Caravetta, SVP MS&L Healthcare | Most large agencies have similar offerings, but we have superior health policy and regulatory affairs expertise, as well as great expertise in mobile communications, and a proprietary influencer marketing approach to developing programs. |
| Bruce J. MacKenzie | I honestly believe most of our clients do not know what the entertainment group truly provides but ideas based in entertainment that they should get for FREE. Truly, what we provide are authentic entertainment solutions to brand and marketing challenges at a reasonable value proposition. |
| Daphne Hoytt, Sr. Vice President | Honest, trustworthy |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | I think we have lots of depth in terms of senior staff who actually work on client business. Although our range of capabilities may not be as broad as some of our competitors, the hands-on nature of senior staff involvement is strong. We don't have an "ivory tower" of high titled people who no one ever sees after the pitch. |
| Brett Carrey Senior Vice President, Consumer Marketing | Keen consumer insights rooted in research Break-through entretainment ideas Some good, not great digital |
| Kim Friedman, SVP, Consumer Practice Co-Director | That's an excellent question. I think we have a culture that encourages "pushing back" and providing true counsel to clients, even if it's not what they want to hear and I think we have a genuine desire to help our clients evolve their communications thinking. That said, I'm really not sure how unique that is. |
| Are there any negative perceptions that prospects might have about the agency that could hold you back in new business? | |
| Andy Tannen, SVP, Corporate Practice | They are not as familiar with us as with our competitors named above. |
| Seth Eisen Senior Vice President | That we're seen as a mid-tier player, not possessing the capabilities or skill set to serve the client's needs. That we're only strong in one practice area or another. That we're a two (or three) office agency with no true network. |
| Brian Burgess, Vice President, Director of Employee Engagement | Lack of awareness of employee engagement capabilities. |
| David Schraeder, vice president | No. |
| Mandy O'Donnell, SVP | Only that we're not as well known as the bigger agencies like Ketchum and Edelman. While it might not be a well known negative perception, some of our clients have complained that we're not diverse enough. We do hire freelancers and consultants to help us in this area, but it's still a knock against us |
| Kelly Dencker, NYHC Practice Director | We had some major falling outs with a large notoriously difficult/nasty that could carry over with our reputation; many staff have been here a long time that could be perceived as "same old agency" |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | No. |
| Gregory Tarmin, Senior Vice President | We have gotten hits on our perceived weakness with our network of offices. |
| Stephanie Kenney-Andrzejewski, SVP | Don't know. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Some may see us as less cerebral or innovative. |
| Phillip Sontag, SVP | that we are not new hip or cool |
| David CHamberlin, SVP | We're second tier and not as experienced. We don't have a luminary that helps us stand out the way a the top tier agencies do. |
| Catherine Falcetti, SVP | Yes: - We are a good product marketing communications agency, we don't do anything bigger like issues management. |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | Probably that we are just a "PR" agency with strengths in traditional media relations, advocacy relations and issues management, rather than one with great digital/mobile/social media communications insights, entertainment marketing expertise, research and insights capabilities, and unique, proprietary influencer marketing strengths. |
| Carol Perlman SVP Healthcare | Not to my knowledge. I have only been here two years. |
| Pattie Hallock, SVP | We're not as well known, which can be a downside "MS&L? Never heard of them" we also sound "smaller" than people give us credit for. I don't think that people who know the agency have many "negative" perceptions about ut, we're more fighting for name recognition to be put in the same league as some other agencies. |
| Amanda Glasgow, SVP | Semi stumbly-bumbly global network (although I dont know that's public knowledge) and perhaps too 'old school.' |
| Barbara Shear, Senior Vice President | In some cases, we are seen as too big, and if we are going after a smaller company, especially in the technology space, that company might feel as if they will get lost in the agency beside much larger clients. |
| Ellyn Caravetta, SVP MS&L Healthcare | Probably that we are just a traditional "PR" agency that focuses on media relations, advocacy work and issues management, with no competitive capes in digital communications, social network marketing or entertainment marketing. |
| Bruce J. MacKenzie | The fact that they do not understand what we do makes clients feel that anything we bring to assist them should be free. I also believe that most MSL account groups do not know how to effectively communicate our value or that there is a financial worth to our value and that they are afraid of their clients reaction so they do not effectively seel in our value/cost paradigm that is very effecient in terms of what we deliver. |
| Daphne Hoytt, Sr. Vice President | Safe, not a creative shop |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Most people have a neutral point of view on MS&L. Not negative but not really positive. |
| Brett Carrey Senior Vice President, Consumer Marketing | not that I'm aware of |
| Kim Friedman, SVP, Consumer Practice Co-Director | I think it's lack of perception that hurts us. We've celebrated our clients for so long we've forgotten to shed light on our own organization so people haven't heard of us (and therefore think we can't be any good). |
| The following is a list of potential roadblocks that hold you back with your overall new business efforts. On a scale of 1- 10, rate each on how much it is a road block (1 being not a road block, 10 being a significant road block): | |
| Andy Tannen, SVP, Corporate Practice | 1 |
| Seth Eisen Senior Vice President | 4 |
| Brian Burgess, Vice President, Director of Employee Engagement | 4 |
| David Schraeder, vice president | 3 |
| Mandy O'Donnell, SVP | 5 |
| Kelly Dencker, NYHC Practice Director | 7 |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | |
| Gregory Tarmin, Senior Vice President | 9 |
| Stephanie Kenney-Andrzejewski, SVP | 4 |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | 7 |
| Phillip Sontag, SVP | 8 |
| Barbara Shear, senior vice president, Corporate Group | 2 |
| David CHamberlin, SVP | 1 |
| Catherine Falcetti, SVP | |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | 8 |
| Carol Perlman SVP Healthcare | 4 |
| Pattie Hallock, SVP | 3 |
| Amanda Glasgow, SVP | 8 |
| Barbara Shear, Senior Vice President | 2 |
| Ellyn Caravetta, SVP MS&L Healthcare | 6 |
| Bruce J. MacKenzie | |
| Daphne Hoytt, Sr. Vice President | 2 |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | 9 |
| Brett Carrey Senior Vice President, Consumer Marketing | 5 |
| Kim Friedman, SVP, Consumer Practice Co-Director | 5 |
| Specifically regarding pitches/RFPs, when you lose, what are typically the top 3 reasons? Consider both the client's expecations and how you compare to your competitive set. (check only 3) | |
| Andy Tannen, SVP, Corporate Practice | |
| Seth Eisen Senior Vice President | |
| Brian Burgess, Vice President, Director of Employee Engagement | |
| David Schraeder, vice president | |
| Mandy O'Donnell, SVP | |
| Kelly Dencker, NYHC Practice Director | |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | |
| Gregory Tarmin, Senior Vice President | |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | |
| Phillip Sontag, SVP | |
| Barbara Shear, senior vice president, Corporate Group | |
| David CHamberlin, SVP | |
| Catherine Falcetti, SVP | |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | |
| Carol Perlman SVP Healthcare | |
| Pattie Hallock, SVP | |
| Amanda Glasgow, SVP | |
| Barbara Shear, Senior Vice President | |
| Ellyn Caravetta, SVP MS&L Healthcare | |
| Bruce J. MacKenzie | |
| Daphne Hoytt, Sr. Vice President | |
| Brett Carrey Senior Vice President, Consumer Marketing | |
| Kim Friedman, SVP, Consumer Practice Co-Director | |
| When you win a pitch, what do you think are typically the top 3 reasons? (check only 3) | |
| Andy Tannen, SVP, Corporate Practice | |
| Seth Eisen Senior Vice President | |
| Brian Burgess, Vice President, Director of Employee Engagement | |
| David Schraeder, vice president | |
| Mandy O'Donnell, SVP | |
| Kelly Dencker, NYHC Practice Director | |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | |
| Gregory Tarmin, Senior Vice President | |
| Stephanie Kenney-Andrzejewski, SVP | |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | |
| Phillip Sontag, SVP | |
| Barbara Shear, senior vice president, Corporate Group | |
| David CHamberlin, SVP | |
| Catherine Falcetti, SVP | |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | |
| Carol Perlman SVP Healthcare | |
| Pattie Hallock, SVP | |
| Amanda Glasgow, SVP | |
| Barbara Shear, Senior Vice President | |
| Ellyn Caravetta, SVP MS&L Healthcare | |
| Bruce J. MacKenzie | |
| Daphne Hoytt, Sr. Vice President | |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | |
| Brett Carrey Senior Vice President, Consumer Marketing | |
| Kim Friedman, SVP, Consumer Practice Co-Director | |
| From the perspective of prospects, which categories or industries do you think you have the greatest perceived credibility in (i.e., the most recent, strong case studies)? | |
| Andy Tannen, SVP, Corporate Practice | Professional services, financial services, pharmaceuticals. |
| Seth Eisen Senior Vice President | Executive visibility Financial services Professional services |
| Brian Burgess, Vice President, Director of Employee Engagement | Integrated M&A (Bayer Berlex merger) and consumer campaigns with internal component (UL) |
| David Schraeder, vice president | Financial services, pharmaceuticals |
| Mandy O'Donnell, SVP | Research and Insights. Women (P&G) Beverage (Heineken, Hennessy) Digital (all our clients) |
| Kelly Dencker, NYHC Practice Director | Healthcare, particularly in the areas of CV, men's health, women's health, pain management |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | Healthcare. Large consumer. And, increasingly, corporate positioning. |
| Gregory Tarmin, Senior Vice President | Consumer Marketing - Product PR Phase 3/Pre-Approval and Post-Approval of Pharmaceuticals Consumer Health products |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Consumer marketing |
| Phillip Sontag, SVP | consumer packaged goods, alcohol, |
| David CHamberlin, SVP | consumer, healthcare |
| Catherine Falcetti, SVP | Home care/cleaning Virology/HIV/AIDS |
| Carol Perlman SVP Healthcare | Pharmaceuticals and related industries, consumer health |
| Pattie Hallock, SVP | I think our healthcare practice is extremely well regarded in the industry, particularly for pharmaceutical launches, we have a strong experience in packaged goods experience, |
| Amanda Glasgow, SVP | If this is 'as an agency,' I would say Marketing to women/moms, consumer products, food, healthcare, financial services, media relations, digital, influencer marketing |
| Barbara Shear, Senior Vice President | Speaking from the Corporate perspective (since that's the group I work in and feel I can answer this question most credibly from that perspective), financial services (JPM, Guardian, Chubb, DeutcheBank; Citi; PwC); consulting (Heidrick & Struggles); healthcare (Roche, DSI, Bayer, Philips); advertising/media (IAC); energy & environment (Northeast Utilities, BPL Global); technology (QlikTech, Goodmail Systems) |
| Bruce J. MacKenzie | Not sure all perspective clients even know who we are or what strengths and innovations we posess. |
| Daphne Hoytt, Sr. Vice President | healthcare, consumer |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Healthcare (pharmaceuticals) Food & beverage Consumer packaged goods (home care especially) |
| Brett Carrey Senior Vice President, Consumer Marketing | HealthCare Consumer- Marketing to women; homegood products |
| Kim Friedman, SVP, Consumer Practice Co-Director | FMCG, Food & Beverage, personal care products |
| How would you define “consumer insight” and its role in selling a client? | |
| Andy Tannen, SVP, Corporate Practice | An insight that tells the client we know what their consumer is motivated by. |
| Seth Eisen Senior Vice President | Ability to take existing research and find the one element or aspect that will engage a customer to make them choose one brand/product/company over another. The ability to analyze the research and synthesize a unique point of view that transcends beyond just media relations is critical for our clients. |
| Brian Burgess, Vice President, Director of Employee Engagement | Fact-based point that underscores the reason for a recommended strategy or tactic. |
| David Schraeder, vice president | Converting a statistic or survey result into a usable piece of information that helps a client connect our strategy to their business need. |
| Mandy O'Donnell, SVP | This is one of our strongest selling points. Our insights team does an incredible job at research and formulating authentic consumer insights that we can leverage to develop spot-on programs. Our "upfront" always blows away the prospects - it's the actual tactics that sometimes trip us up. |
| Kelly Dencker, NYHC Practice Director | It's understanding the target consumer's motivations, aspiration and decision making in order to apply it to the business problem solution for our client |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | "Insight" is taking research and finding the trend to exploit through strategic and creative execution. |
| Gregory Tarmin, Senior Vice President | Consumer insights are big 'A Ha' moments for selling to clients. In a recent pitch for Philips - we were able to win points on consumer insights garnered from a focus group on a specific product. |
| Stephanie Kenney-Andrzejewski, SVP | Consumer insight is that kernel of information that provides the 'so what or why'. It's hugely important to clients - even more so now - because they are looking for ways to reach and resonate with consumers. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Consumer insight: understanding of what interests and worries a an existing or potential customer and what motivates consumer behavior and actions. |
| Phillip Sontag, SVP | an insight into a prospect's consumer target that is hopefully new and refreshing and our ability to sell in this insight and overlay great strategy and creative tactics |
| David CHamberlin, SVP | the research that is done into the mind of the client and bringing that to life to drive the strategy of the programs we develop |
| Catherine Falcetti, SVP | Consumer insight is a quantifiable understanding of a consumer belief or need. A consumer insight helps assess the programs and communication channels you are recommending based on their ability to reach a consumer at a time when they are most open/sensitive to their need or belief. |
| Carol Perlman SVP Healthcare | At MS&L, it is our view that research without insights is simply data. Essential that we understand the "consumer"... values, life stage, interests, attitudes and opinions, demographics, media usage, buying habits, etc |
| Pattie Hallock, SVP | consumer insight is a way to distill down marketing data into useful information that will help guide the develoment of a smart strategic approach/plan that is going to resonate with consumers |
| Amanda Glasgow, SVP | Consumer insight is WHY a consumer does what they do - what are their motivators in choosing a given product, brand, etc. over a competitor. In selling a client, having a strong insight shows that we understand the business and that we are a smart, strategic agency that is going to focus our resources where they count, not just hurl crap against the wall. |
| Ellyn Caravetta, SVP MS&L Healthcare | one that provides the "aha" moment.....one that will provide a deep understanding of consumer behavior and consumer mindset that will help us develop a plan to ignite desired behavior. It is one that is easily understood by the client. |
| Bruce J. MacKenzie | Understand what makes the target "tick" and how your product/service can impact the consmer in relationship to that insight. |
| Daphne Hoytt, Sr. Vice President | consumer insight could be defined as defining points of interest to help better understand decisions or habits of a consumer |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Extremely important role (though, from healthcare perspective, would broaden to "audience insight" to include professional audiences). Insight is something beyond research or data. It's about a specific understanding of a target audience that allows us to resonate with them in ways that have not been done before. |
| Brett Carrey Senior Vice President, Consumer Marketing | Consumer insight is taking a deeper dive into the consumer and understanding what current and future behaviors are happening. From there, it is determining the implication for those behaviors and determining the best way to use that infromation in our programming. It can be very instrumental in selling a client. |
| Kim Friedman, SVP, Consumer Practice Co-Director | Critical. While I think we have to be careful not to just present a bunch of data that the client already knows, I think insight can separate us from the competition. We need to show how we interpret the data and apply it to a communication plan to win. |
| How often do you currently provide prospects and clients with research based insights? | |
| Andy Tannen, SVP, Corporate Practice | Almost never. |
| Seth Eisen Senior Vice President | At a minimum once a year during the planning process. |
| Brian Burgess, Vice President, Director of Employee Engagement | Usually third-party, not MS&L-generated insights. |
| David Schraeder, vice president | Do not currently do this. Primarily a budget issue. |
| Mandy O'Donnell, SVP | Every new business pitch includes deep research based insights. |
| Kelly Dencker, NYHC Practice Director | We are starting to do it more (creating an editorial calendar of opps) |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | Not very often. Only, as far as I know, on pitches. |
| Gregory Tarmin, Senior Vice President | Focus groups and from our internal 'Insights Group' through surveys, etc. |
| Stephanie Kenney-Andrzejewski, SVP | I think fairly often for prospects. Need to do it more for current clients but need mechanism to do so that isn't going to tax our clients' budgets. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | often. we have a great insights group. |
| Phillip Sontag, SVP | hardly at all |
| Barbara Shear, senior vice president, Corporate Group | Practically every pitch |
| David CHamberlin, SVP | regularly. It's a strength of ours |
| Catherine Falcetti, SVP | Don't know |
| Ellyn Caravetta, Senior Vice President at MS&L Healthcare | Probably in the majority of plans and new biz pitches, but could do more. |
| Carol Perlman SVP Healthcare | When relevant. |
| Pattie Hallock, SVP | not often enough |
| Amanda Glasgow, SVP | Not too often to prospects, all the time to current clients. |
| Barbara Shear, Senior Vice President | Not as much as we should |
| Ellyn Caravetta, SVP MS&L Healthcare | Often, but probably not enough. |
| Bruce J. MacKenzie | often our ideas are backed up by insights. |
| Daphne Hoytt, Sr. Vice President | n/a |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | We do it often (always) in pitches. But when we have proprietary research to share with new or existing clients, we just share it. We don't always connect the dots of those general insights to what the prospect/client's specific business need is. |
| Brett Carrey Senior Vice President, Consumer Marketing | Usually only in the final pitch. |
| Kim Friedman, SVP, Consumer Practice Co-Director | For existing clients, we do it in every presentation; beyond that, probably once a year when the agency has something new to deliver |
| What do you believe are the top 5 characteristics of a strong client services person? | |
| Andy Tannen, SVP, Corporate Practice | He/she shows constant, consistent concern for the client contact's needs (always provides some type of information, insights, research reports, press coverage, blog postings) that make the client look smart to his/her management. He/she responds quickly as if the client is their only client (never the case). He/she delivers assignments on time or ahead of time at highest possible quality level. He/she never goes over budget and delivers invoices on time. He/she spends significant face time with client, including in entertainment situations. |
| Seth Eisen Senior Vice President | Responsive Counselor, not a "yes man" Analytical Precise Compassionate |
| Brian Burgess, Vice President, Director of Employee Engagement | 1. Knows their client's business and how they are profitable 2. Anticipates clients' needs before the client does 3. Organized. Always a few steps ahead of the client 4. Confident in his or her abilities, but does not over-reach. Gets help when expertise is needed. 5. Presentation. Polished. Professional. |
| David Schraeder, vice president | Responsiveness, detail oriented, proactive, protective of the client and their business, thorough. |
| Mandy O'Donnell, SVP | * Fully dedicated to the business 24-7. * Proactive in offering help, developing unprompted ideas, and falling on the sword for their business. * Every email, every request, every phone call is always a top priority. The client should always feel like their the most important person in your life. * Strong personal relationship that transcends business. * Being a member of the client's team - not a vendor. |
| Kelly Dencker, NYHC Practice Director | o Great listener o Proactive sharing of ideas and solutions o Follow-through |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | Patience. Honesty. Accuracy. Intelligence. Patience. |
| Gregory Tarmin, Senior Vice President | #1. Ability to listen #2. Ability to push back/disagree/and counsel #3. Fiscally Responsible #4. Proactively creative #5. Problem-Solving focused |
| Stephanie Kenney-Andrzejewski, SVP | Responsive Solutions-oriented Good listener Good judgement Organized |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Uncerstands client business very well. Forward thinking Service-oriented, Results-oriented Good team player |
| Phillip Sontag, SVP | - responsive; gets close to their clients; provide solid recommendations; isn't afraid to speak up to counsel; makes client think they are close/very friendly |
| Barbara Shear, senior vice president, Corporate Group | Knowledge of their business; strategic thinking; flexibility; understanding client's business and personal goals; being amiable |
| David CHamberlin, SVP | understand the industry, client-side, strategic, leverage the agency resources to deliver value to the client, honest and transparent |
| Catherine Falcetti, SVP | Resourceful Ability to balance delegating and being hands-on Strong writing skills Financial intelligence Creativity |
| Carol Perlman SVP Healthcare | Strategic skills, relationship skills, creativity, dependability, commitment to excellence |
| Pattie Hallock, SVP | accessible strategic about client's business, and understanding of how to get things done in their corporate culture able to mine for creative ideas and bring them to the client regularly willing to push back when the client is "drinking their own Kool aide" able to anticipate their needs and make them "look good" to their bosses |
| Amanda Glasgow, SVP | In no particular order....flexibility, positive/can-do attitude, confident, intelligent and conscientious |
| Barbara Shear, Senior Vice President | Responsiveness; Knowledge of client's business; Understanding of client's personal and professional goals; Flexibility; Delivering on your word |
| Ellyn Caravetta, SVP MS&L Healthcare | 1. Being able to truly understand what a client is asking for....what their business needs are. 2. the ability to ask thoughtful questions that will eventually help us solve problems. 3. the ability to analyze their business situations in order to offer solutions and unique, helpful approaches to selling product or raising their business profile. 4. Seems obvious, but one that is truly strategic in thinking. 5. One that has frequent contact with client (pnone calls, in-person meetings) to "take the pulse" of how the business is going. |
| Bruce J. MacKenzie | -credibility and proven results for clients - rapport anmd respect of client - ability to be candid and honest with the client - understanding of the clients interests and how to address tose interests and still produce "wins" for the brand - perceived as a true partner in success |
| Daphne Hoytt, Sr. Vice President | knowledge about client/area ability to listen ability react quickly proactive |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Being one step (or more) ahead of the client's needs Staying on top of trends that can help move the client's business (even if the trends are outside the industry) and incorporating that learning into ongoing programming Listening to the client to best understand the needs and challenges within an organization Helping the client "sell in" public relations and specific campaigns within the organization Managing the flawless execution of programs |
| Brett Carrey Senior Vice President, Consumer Marketing | Forward-thinking Accountable Well-versed) not solely a consumer/healthcare/corporate person but a little of each Business-minded Creative |
| Kim Friedman, SVP, Consumer Practice Co-Director | the ability to listen a commanding presence in a room/on a call undestanding of the client's business ability to organize and motivate patience...and the ability to take the time to persuade a client to try new/different things |
| What do you think clients in general most want from their agencies? | |
| Andy Tannen, SVP, Corporate Practice | Outstanding counsel, outstanding results, usually in terms of media relations output; outstanding client service including budgeting and invoicing. |
| Seth Eisen Senior Vice President | They want a team that is like them (personality and culture), yet is different enough to push them slightly out of their comfort zone and make them look smarter to their internal clients/partners. They want the results that will deliver their bonuses and maintain job security. |
| Brian Burgess, Vice President, Director of Employee Engagement | To be their partner in generating business results. |
| David Schraeder, vice president | To help them stay organized, keep their own internal clients happy and be educated on the newest trends. |
| Mandy O'Donnell, SVP | * Big ideas that impact the bottom line (not big in size, but strategic, cost-effective ideas). * Strategic counsel. * Fast / timely responsiveness. * Top quality work (for as tight as budget as possible) |
| Kelly Dencker, NYHC Practice Director | o Results that make them look good, smart to their internal clients, managers |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | Execution. |
| Gregory Tarmin, Senior Vice President | Results orientated, easy to work with, manage budgets well |
| Stephanie Kenney-Andrzejewski, SVP | A partner. Someone they can rely on consistently to help them get their job done. They want that person or team to also understand the business and its objectives. They want the right mix of strategic thinkers and do-ers. More often than not, I think they want someone they can meet with and bounce ideas off of and delegate to. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Competitive intel, new ideas and immediate results |
| Phillip Sontag, SVP | great thinking, creative programs, great media relations; new tools of the trade - digital |
| Barbara Shear, senior vice president, Corporate Group | ROI -- that differs depending on the client -- for some it's media, some it's getting to know influencers, etc., but at the end of the day, it's all about results in one way or another. |
| David CHamberlin, SVP | arms and legs to do the work |
| Catherine Falcetti, SVP | Most communications clients want their agencies to make them look good by securing media coverage amd alerting them to anythign they need to know in the news/marketplace. They want well-written creative materials that are error-free. When possible, they like to have insight about the competition that they can share with the brand team. |
| Carol Perlman SVP Healthcare | The above plus proactive counsel |
| Pattie Hallock, SVP | partnership creative ideas proactivity |
| Amanda Glasgow, SVP | Results |
| Barbara Shear, Senior Vice President | ROI, and that is defined differently by each client. For some, it means lots of ink; for others, it's about quality, not quantity. Still others define it by influencer relations or digital communications and not by traditional media metrics. However, at the end of the day, it's always about results -- however they define it. |
| Ellyn Caravetta, SVP MS&L Healthcare | Quality thinking and work, unique approaches, intelligent teams, great prices. |
| Bruce J. MacKenzie | - solutions - stress relief - confidence - programs that deliver sucess for their brands understanding of the marketplace, the brand and how to suceed |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | In healthcare, most clients think they want agencies to do their bidding and just implement. They often want to be "safe" and not do anything that's different or innovative. In tough times like these, they don't always want to stand out within their organization - and don't recognize that things need to be done differently to break through and make a difference. They also just want to stay within the discipline they are most comfortable with (e.g., communications folks = PR, marketing = advertising) |
| Brett Carrey Senior Vice President, Consumer Marketing | Value and effeciency; speed; exectuion |
| Kim Friedman, SVP, Consumer Practice Co-Director | a panacea for all their business problems...honestly, I don't think most clients know what they want so they define it in the most tangible ways - press coverage, event attendance. If we could find a better way to link what we do to sales we could drastically alter the response to this question. |
| What do you think are the most critical elements of a strong brand and a communications program/campaign? | |
| Andy Tannen, SVP, Corporate Practice | Elements that differentiate the client in terms of creativity and results. |
| Seth Eisen Senior Vice President | Passion Clarity Connection |
| Brian Burgess, Vice President, Director of Employee Engagement | Rock solid, insights-based strategy, creativity, flawless and efficient execution. |
| David Schraeder, vice president | Solid understanding of what the client wants to accomplish, understanding the media environment and also the industry in which they work, helping them differentiate themselves in a way that best positions them. |
| Mandy O'Donnell, SVP | * Consistant messaging. * Strategic platform that is pulled through at all touch points. * Interersting, impactful and relevant messaging. |
| Kelly Dencker, NYHC Practice Director | o Measurable o Buzzworthy o Integrated with other brand activities |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | Honesty. Input in development. Differentiation. Excitement. |
| Gregory Tarmin, Senior Vice President | Campaign that differientates the brand from it's competitors. Break-out thinking! |
| Stephanie Kenney-Andrzejewski, SVP | Strategy Implementation Creativity |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | The program must address and anticipate client/product challenges, be results-oriented and continue to impress and motivate consumer and client behavior. |
| Phillip Sontag, SVP | connects and resonates w with the target - creates an amazingly strong desire to purchase product |
| Barbara Shear, senior vice president, Corporate Group | Consistency in messaging |
| David CHamberlin, SVP | strategy, knowledge of the target audiences and the brand |
| Catherine Falcetti, SVP | Integration with other brand activities Scalability Interesting to the media |
| Carol Perlman SVP Healthcare | In alignment with the client's brand goals, supports their objectives. |
| Pattie Hallock, SVP | clearly defined positioning/strategic approach ability to tie back activities to the sale/movement of client's product/business |
| Amanda Glasgow, SVP | ACTIONABLE consumer insight + strong strategy + excellent execution. But the execution is the most important part - it's the only part the consumer sees. |
| Barbara Shear, Senior Vice President | 1. Consistency in messaging. 2. Knowing your audience. 3. Delivering your message simply. |
| Ellyn Caravetta, SVP MS&L Healthcare | One that stands out form the rest....that you can truly say has a smart, unique strategy that is ownable and has tactics that are exectuble and that can deliver the desired results. One that has the ability to truly change consumer awareness (needs to be measurable by surveys or the like, not just deliver media impressions), or directly drive sales. |
| Bruce J. MacKenzie | - simplicity: ease of execution and understanding along with clarity of message - authenticity: the program needs to be realistic and not just filler or noise - originality: innovative, out of the box, creating buzz - engagement: compelling reason for the target to interact with the brand - 360 degree marketable (I know that's cliche but too often Brands do not take advantage of the entire idea! |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | Deep insight (consumer & professional) Using influencers to surround target Simple messaging Integration of all disciplines and channels Sparking the conversation on an ongoing basis |
| Brett Carrey Senior Vice President, Consumer Marketing | Relevance to the consumer and the current environment Creative ways to differentiate Wholly-integrated in a MarCom mix - not just PR |
| Kim Friedman, SVP, Consumer Practice Co-Director | Understanding the overall business goals and linking the stategy to those objectives. A strong longer term vision that you're working toward and elements that ladder up to that vision. A flexible strategy that allows for shifts along the way and creative that's fun to execute and be a part of (so that teams - as well as the intended audience - remain engaged). (and for the record, fun can be very serious and intellectual - it has to reflect the brand/product at hand) |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Andy Tannen, SVP, Corporate Practice | Improve the focus on who we go after (don't go after everybody); incorporate more detailed research so that our recommendations are more strategic; improve our creative approaches to delivering on the strategies we recommend. |
| Seth Eisen Senior Vice President | Help debunk the stereotype of what MS&L may have been in the past and to eliminate the "agency or vendor" mentaility, as opposed to being a partner. |
| Brian Burgess, Vice President, Director of Employee Engagement | In New York, it seems a few senior folks focus on new business and others are asked to submit slides or ideas without being involved in the strategy or creative development. |
| David Schraeder, vice president | Non-organic new business should be driven by a separate team of sales people. Trying to make PR executives into sales people will improve our position but a dedicated team of new business generating executives who don't have existing clients competing for their time would accelerate our growth. |
| Mandy O'Donnell, SVP | * More dedicated staff who can devote quality time. So, not 10 people who all do 10 different things, but half that who are responsible for more program elements. * Better brainstorming with more trained facilitators. * We need to figure out how to manage our current clients (not ignore them) during intense business pitches, as that adds an extra layer of stress. |
| Kelly Dencker, NYHC Practice Director | o Take our processes and execute them to o Ensure proper resources (get the A team) o Get focused on what it takes to win current opps, get in the doors of prospects |
| Peter J. Pitts, Senior Vice President, Director of Global Health Policy | We have to live the brand. |
| Gregory Tarmin, Senior Vice President | We need to be more focused and make clearer decisions about who is involved, and how we approach the RFP/RFI. |
| Stephanie Kenney-Andrzejewski, SVP | Be better prepared walking in to a pitch. No more last minute, late night prep sessions. Find the kernel, develop a sound strategy based on insights/research, build the tactics/approach and have time to allow people to prepare. We also have to be prepared to ask more questions during our pitches instead of just 'presenting'... And we need to stop throwing people on new business pitches because they have time open - we need to find the right people with the right skill set and experience. |
| Stephanie Koze, SVP, Deputy Director, NY Healthcare | Establish a unique selling point, get top-tier companies to buy our services and vocalize support for us to trigger attention and diverse, new clients. |
| Phillip Sontag, SVP | create solid list of targets; understand best way to approach targets so they call back, and want to meet |
| David CHamberlin, SVP | Prospect. We do very little. Prospect clients made up on 10% of our new biz generation in 2008. |
| Catherine Falcetti, SVP | Improve junior staff performance by giving them tough feedback, we have a culture of criticizing managers who are tougher on staff. Because our junior staff is not able to handle day-to-day client work without senior oversight, senior managers have less time for prospecting/new biz. New biz is done at the end of the day or fit in between client work, when often it needs focus. We also need to start each new biz project by finding out who in the agency has experience or knows someone at the comapny we are pitching. It's a simple step that will help. There have been occasions I have known someone at a client we were pitching, and in one case met the CEO of a company we were pitching wihtout knowing we were in the middle of a pitch at his company. |
| Carol Perlman SVP Healthcare | Try to break through and partner with the (decision makers) usually the marketing teams. Better understand their business, inquire about their problems and concerns and offer truly break through but feasible solutions. Be proactive and initiate.... |
| Pattie Hallock, SVP | differentiate ourselves from our competitors |
| Amanda Glasgow, SVP | Two things - be more proactive and train more people to be good at it. |
| Ellyn Caravetta, SVP MS&L Healthcare | Be more organized and spend more time in developing a unique strategy. Folks are sometimes pulled in willy-nilly to help write peices of the plan, often-times with not enough time to devote to the process, and their are too many planning calls with people in remote places when it is definitley possible to get everyone in one room for initial critical meetings.Our strategies tend not to be exciting or unique in any way that differentiates us from the competition....it's like the tactics can be retro-fitted into any strategy. Spend more time in brainstormng the tactical pieces of the plan. Make the look of the presentations more creative.....less wordy and bulleted. |
| Bruce J. MacKenzie | -know how of how to prospect for it. How do you spot an opportunity and then how do you go after it? - have the right team to go after new business. Like coaching the best players are not always the best coaches? - I am asked to go get new business outside of MSL clients and I do not have the staff or time or really the know how in how to do that. But I feel we have a goldmine right within MSL clients to get entertainment work. |
| Anita Bose, SVP, Director of Consumer Wellness / Healthcare Busienss Development | I think we try to be too many things to too many people and get easily distracted by every shiny object that comes our way. If we can define our core differentiating tool, then we should build a great prospecting and new business plan and focus our efforts on that plan without getting too distracted. |
| Kim Friedman, SVP, Consumer Practice Co-Director | Identify key new business leaders and free up some of their time to prospect Build prospecting into executive compensation and ensure we have the tools to do it Shift the culture from "nice" to "aggressive" - where it comes to new business of course Create stronger systems that cut time off the process |